First EAFS - Book of Abstracts

1ST ANNUAL EAST AFRICA FINANCE SUMMIT
… examining policies & practices ...

Book of Abstracts
1ST ANNUAL EAST AFRICA FINANCE SUMMIT
… examining policies & practices ... 2016
Book of Abstracts
UNITED NATIONS ECONOMIC COMMISSION th FOR AFRICA

th
December 14 & 15 2016
Conference Center
December 14th & 15th 2016

Addis
Addis Ababa,
Ababa, Ethiopia
ETHIOPIA
UNECA Conference Center
December 14th & 15th, 2016
1ST ANNUAL EAST AFRICA FINANCE SUMMIT ORGANIZERS

… examining policies & practices …
Building Competitive, Cooperative and Innovative Finance Sector in East Africa

Addis Ababa, ETHIOPIA FDRE Public Finance Enterprises
Agency
Addis Ababa University
Summit Coordination COMMITTEE (SCC)

Chairperson
DR. GEMECHU WAKTOLA [i-CAPITAL]

The i-Capital Africa Institute
Members
MR. SEWAGEGN CHANE [PFEA]
MR. YOHANNES NEDA [AAU]
MR MEZEMER SEIFU [JU]
MR. H.MICHAEL SEYUM [AAUBE]
MS. LIYUNESH YOHANNES [i-CAPITAL] Jimma University

Associate
MS. HANA SOLOMON [i-CAPITAL]
AAU Business Enterprise

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This First Summit is Made Possible with Sponsorship and Financial

Support from
PREMIUM SPONSORS
Platinum
Gold
OTHER SPONSORS AND FINANCIAL SUPPORTERS
OFFICIAL CARRIER
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ABOUT THE SUMMIT
F inancial services in Eastern Africa

have undergone dramatic changes
over the past 20 years. Financial
Reports coming from the region indicate
that East Africa’s finance companies are,
on average, less efficient, but more
liberalization and related reforms, profitable because they operate in less
upgrades in institutional and regulatory competitive environment. According to
capacity, and more recently the expansion the Economist Intelligence Unit’s report of
of cross-border banking activities with the 2011, even though, Ethiopia is one of the
rapid development of pan-African fastest growing countries in the region,
banking group networks have Kenya will remain the regional financial
significantly changed the region’s hub. If we simply take mobile based
banking and financial landscape. financial innovation alone, Kenya has the
highest share of adults with a mobile
The footprint of Pan African Banks (PABs) money account, at 58 percent, followed by
has grown so large that only Eritrea, Somalia, Tanzania, and Uganda with about
Ethiopia, Somalia and Sudan do not have a 35 percent.
subsidiary or branch of at least one of the
PABs. Tanzania has as many as six of these Although, the overall depth and financial
PABs, Ghana, Kenya, Mozambique, sophistication of SSA’s financial sectors in
Uganda, Zambia and Zimbabwe as many general and Eastern Africa in particular
as five. Their presence in those countries remain generally low, there are emerging
is resulting in increased competition for trends shaping the future of financial
loans and deposits, stronger sector development in the region. For
intermediation and the deepening of East example, the continuous advancement of
Africa’s banking sectors. ICT, the rise of Pan-African Banks,
changing needs of customers for
Yet, despite these remarkable innovative and cheaper financial solutions,
achievements, concerns persist that this growing appetites of global banks for
progress may not have been significant investment in SSA countries, and so on are
enough to sustain future growth of among some of the trends that countries
countries in Eastern Africa, that several have to carefully observe.
countries including Ethiopia still display
shallow financial systems than other Generally, there are enough evidences
developing regions of the world with showing that a complex web of
insufficient depth and instruments, that interdependent trends is threatening the
financial inclusion is still limited, and that future of Eastern Africa’s finance sector.
high costs, short bank lending maturities, These trends are also creating
and limited competition remain a drag on opportunities if the key players are able to
the development of a competitive and come together and carve out a path
diversified economic structure in many forward.
countries of the region.
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We believe that countries in East Africa together and create a common public-
have so many opportunities to benefit private partnership platform on which
from the growing potentials by working trends and pertinent issues affecting the
together than in isolation. Financial region’s financial sector could be
institutions in the region and respective collaboratively addressed.
policy makers have so much to learn from
each other’s achievements, challenges This Annual Conference entitled, “First
and success stories as well as find ways Annual East Africa Finance Summit (1st
for working together for common ends. Annual EAFS)” is therefore designed to
provide a common platform for key
In view of these, five public and private players and stakeholders of the region’s
entities, Addis Ababa University, Jimma financial sectors to come together and
University, The i-Capital Africa Institute, discuss issues that matter most in shaping
Addis Ababa University Business the future of financial sector success in
Enterprise, and Public Financial Eastern Africa.
Enterprises Agency have decided to come
… examining policies and practices …
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MAIN THEME
“BUILDING COMPETITIVE, COOPERATIVE AND INNOVATIVE FINANCE

SECTORS IN EAST AFRICA”
… Examining policies & practices …
CONFERENCE SUB-THEMES:
 Global competitiveness of Eastern Africa’s

Pre-conference Training finance industries
 Human capital development for finance
industries
 Merger and acquisition in Finance industries
 WTO and financial sector liberalization
 Challenges and prospects of Takaful Insurance &
Interest free banking
 Migration to cash-less modes of payment
 Financial sector governance, regulations and
legal enforcement in Eastern Africa
 Missing Financial Institutions
Exhibition  The financial sector IT Security and disaster
recovery management in the financial sector
Conference Panel Discussion
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PROGRAM DETAILS – CONFERENCE
14th December 2016, Wednesday
DAY ONE - MEGA SESSION – KEY ADDRESSES
TIME ITINERARY PERFORMED BY
7:30 – 8:30am Registration and Networking Summit Organizers

8:31 – 8:35am Program Announcement Master of Ceremony (MC)
Tigist Tesfaye & Adugna Hirpa
Dr. Gemechu Waktola
8:36 – 8:40am Welcoming Speech CEO, The i-Capital Africa Institute
Chairperson of Summit Coordination Committee
8:41 - 8:50am Introductory Remark Professor Admasu Tsegaye
President of AAU
8:51 - 9:00am Introductory Remark Professor Fikre Lemessa
President of Jimma University
9:01 –9:15am Keynote Address H.E. Dr. Sintayehu W/Michael
Director General, Public Financial Enterprises Agency
9:16 –9:30am Guest of Honor Opening Remark
9:31 – 10:30am “Official Opening of Exhibition” and H.E.
Matchmaking
MEGA SESSION - DAY ONE
MORNING PRESENTATIONS
TIME ITINERARY CHAIRPERSON
10:31 – 10:45am “Missing Financial Institutions”

DR. YOHANNES AYALEW
Vice Governor, Monetary Stability, National Bank of ETHIOPIA Chairperson
10:46 – 11:00am “ volution of Mpesa, lessons learnt this far in Kenya” Mr. Zemedeneh Nigatu
MR. DANIEL HUBA OPONDO Managing Partner
Regional Manager-East Africa, Mezzanine, (Safaricom), KENYA (Ethiopia) & Head of
Transaction Advisory at
- Ernst & Young
11:01 – 11:45am DISCUSSION
"Developing Managerial Competence in the Finance Sector" Rapporteur

11:46 – 12:00noon PROFESSOR RONALD L. JACOBS Mr. Kassahun Yibeltal, BoA
Professor of Human Resource Development, University of Illinois
Principal, R.L Jacobs and Associates, USA
12:01 – 12:30pm DISCUSSION
12:31 – 2:00pm Refreshment, Networking Lunch and Exhibition Tour
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MEGA SESSION - DAY ONE
AFTERNOON PRESENTATIONS

“Some Thoughts on thiopia’s Financial Sector Corporate Governance and
Some of its Implications in a Globalizing Environment the Case of the Chairperson
2:01 – 2:15pm
Insurance Sub-sector” Dr. Yitbarek Takele, Dean,
MR. ZAFU EYESUSWORK ZAFU CoBE, AAU
Chairman, Board of Directors
United Bank SC, ETHIOPIA Rapporteur
2:16 – 2:45pm Mr. Habtamu Diriba, AAU
DISCUSSION
2:46 – 3:30pm Refreshment, Matchmaking and Exhibition Tour
3:31 – 3:45pm “Migration to Cash-less Modes of Payment”

MR. MUNIR DURI Chairperson
CEO, Kifiya Financial Technologies P.L.C, ETHIOPIA Dr. Workineh Kassa, AAU
3:46 – 4:00pm “Latest Developments in the Global Financial Sector” Rapporteur

MS. LESLIE KAREN SCHRODER Mr. Kassahun Yibeltal, BoA
iN4iN Coordinator Europe, International SEPT Program
Universität Leipzig, GERMANY
4:01 – 5:00pm DISCUSSION
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15th December 2016, Thursday
DAY TWO
SESSION: BANKING TRACK

7:30 – 8:30am Matchmaking and Exhibition Tour
8:31 – 8:45am “Internationalization of ast Africa’s Financial Institutions: Human Capital
and Innovation Agenda”
MR. HENRY KABIRU WARUHIU Chairperson
Director, Consultancy and Advisory Services Dr. Abebe Yitayew, AAU
Eastern and Southern African Management Institute, TANZANIA
8:46 – 9:00am “Merger and Acquisition in Banking Industry – Lesson From the Commercial Rapporteur
Bank of thiopia” Mr. Kassahun Yibeltal, BoA
MR. MESHESHA DEMIE JIMA
Manager, Product Development and Management
Commercial Bank of Ethiopia
10:01 – 10:30am Refreshment, Networking and Exhibition Tour
10:31 – 10:45am “Growth and performance of Micro Finance Institutions in thiopia”
DR. WOLDAY AMEHA
Founding Director, Association of Ethiopian MFI, Chairperson
Founding Director of Ethiopian Inclusive Finance Training and Research Dr. Tekie Alemu, AAU
Institute (EIFTRI) and Associate Professor, AAU, ETHIOPIA
10:46 – 11:00am “An Assessment of Business Loan Delivery in thiopia”
MR. SEWAGEGN CHANE Rapporteur
Director, Institutional Transformation and Research Mr. Kassahun Yibeltal, BoA
FDRE, Public Financial Enterprises’ Agency, ETHIOPIA
11:01 – 12:00noon DISCUSSION
12:01 – 12:30pm RAPPORTEURS SUMMARY
12:31 – 2:00pm Refreshment, Networking Lunch and Exhibition Tour
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DAY TWO
SESSION: INSURANCE TRACK

7:30 – 8:30am Matchmaking and Exhibition Tour
8:31 – 8:45am “Capacity Building in Insurance and Reinsurance Business”
MR. HAILE MICHAEL KUMSA
Former CEO, EIC; Former Deputy Managing Director, Chairperson
African Reinsurance Corporation in Lagos, ETHIOPIA Dr. Habtamu Berhanu
8:46 – 9:00am “Human Capital Development for Finance Industries” Associate Dean, CoBE, AAU
DR. BEN KAJWANG
Director/CEO, College of Insurance, KENYA Rapporteur
Mr. Habtamu Diriba
10:01 – 10:30am Refreshment, Networking and Exhibition Tour
10:31 – 10:45am “Challenges and Prospects of Takaful Insurance: the Case of thiopia”
MR. FIKRU TSEGAYE
Chairperson
Manager, Business Development and Corporate communications
Ethiopian Reinsurance Company, ETHIOPIA Dr. Alem Hagos, AAU
10:46 – 11:00am “Factors influencing penetration of Micro Insurance in thiopia”
MR. MEGERSSA MIRESSA Rapporteur
Director, Microinsurance Program, Mr. Habtamu Diriba
Kifiya Financial Technology PLC, ETHIOPIA
11:01 – 12:00noon DISCUSSION
12:01 – 12:30pm RAPPORTEURS SUMMARY
12:31 – 2:00pm Matchmaking Lunch and Exhibition Tour
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“Setting Agendas for Action”

DAY TWO – PANEL DISCUSSION
TIME ITINERARY Moderator
2:00 – 2:10pm Invitation and Introduction of Panelists

2:11- 2:30 pm Presentation of Key Issues
Habtamu Diriba & Kassahun Yibeltal
2:31 – 3:20pm Panelists Reflection on Key Issues Dr. Mohammed Seid
3:21 – 3:50pm Refreshment, Networking and Exhibition Tour
Chair, Department of
3:51 – 4:10pm Questions from Audience Management, AAU
4:11 – 4:50pm Reflection from Panelists
4:51 – 5:10pm Summarized Agendas for Action
5:11 – 5:20pm Certification of Recognition & CPD Points
5:21 – 5:30pm Closing Remark
H.E. Dr. Sintayehu W/Michael
Director General, Public Financial Enterprises Agency
7:00 – 9:00pm Dinner – Golden Tulip Hotel
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CONFERENCE
BRIEF PROFILE OF SPEAKERS

“Missing Financial Institutions”
DR. YOHANNES AYALEW
Vice Governor, Monetary Stability, National Bank of ETHIOPIA
Brief Profile
Yohannes Ayalew holds Ph.D in Economics from the University of Sussex. Currently, he is
the Vice Governor and Chief Economist of the National Bank of Ethiopia. He has 27 years’
cumulative experience in the areas of monetary policy and finance. He served for more than
24 years in the National Bank of Ethiopia. Before his current position, he served the Bank in
different positons stating from as a junior research officer to Deputy Director of Economic
Research and Policy Directorate. He also served as a junior researcher at the former
Ministry of Foreign Trade. He has both published and unpublished articles on the areas of
inflation, monetary policy and financial sector development.
Abstract
For a country to leap from a low income to a middle income status, it requires ensuring rapid
and sustainable economic growth of capital, mobilizing and pooling savings, and facilitating
and encouraging foreign direct investment. Countries with better-developed financial
systems tend to enjoy a sustained period of growth. There are ample evidences suggesting
that financial sector development plays a significant role in economic development. It
promotes economic growth through capital accumulation and technological advancement
by boosting savings rate, delivering information about investment, optimizing the allocation
development is not simply a result of economic growth; it is also the driver for growth.
Additionally, it reduces poverty and inequality by enabling and broadening access for the
poor and vulnerable groups, facilitating risk management by reducing their vulnerability to
shocks, and raising investment and productivity that generates higher income. However, it
is also important to understand that financial sector reforms require better sequencing
based on the country’s level of development, sophistication and complexity of companies’
accounting standard, disclosure policies, in addition to the legal and institutional
requirements. Failure in sequencing of finical sector reforms has far-reaching
consequences on the economy and the future development of financial sector.
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“ volution of Mpesa: Lessons learnt this far in Kenya”
MR. DANIEL HUBA OPONDO
Regional Manager-East Africa, Mezzanine,

(Safaricom), KENYA
Brief Profile
Daniel Huba is the Regional Manager for Mezzanine East Africa. A company majority owned
by Vodacom South Africa and that focuses on building mobile driven solutions in
Agriculture Education and Health. Daniel is a holder of MBA- SME Development from
Leipzig University- Germany. He has over 10 years cumulative experience on Business
Development, Project Management, Training and Business Modelling. Daniel begun his
career working for NIC Bank Ltd; Regional Center for Enterprise Development- Inoorero
University; TechnoServe and Now Mezzanine.
Abstract
According to GSMA, 2015 Report, there are 411 million mobile money accounts globally.
Moreover, mobile money is available in 85% of countries where the vast majority of the
population lacks access to a formal financial institution. This is an extraordinary
achievement, demonstrating the power of mobile, underpinned by the important role
mobile network operators have played in building this industry. On the other hand Tech
giants like Google, Paypal, Facebook are focused on rolling out new-fangled services to
turn smart phones into digital wallets. Indeed work toward a cashless economy is on the
rise. Mobile money remains revolutionary especially in East Africa, currently Vodafone has
about 23 million active M-Pesa customers across the globe with sub-Saharan Africa being
the largest base. The service options on M-Pesa has also grown from peer-peer to allow for
Business to Business and Business to person offering. This paper will focus on providing
insights on the lesson leant this far in successfully rolling out MPesa in especially Kenya and
Tanzania Market.
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NOTE
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"Developing Managerial Competence in the

Finance Sector"
PROFESSOR RONALD L. JACOBS
Professor of Human Resource Development, University of Illinois

Principal, R.L Jacobs and Associates, USA
Brief Profile
Ronald L. Jacobs, Ph.D. is principal of RL Jacobs and Associates and is professor of human
resource development, at the University of Illinois at Urbana-Champaign. Ron has written
over 100 journal articles and book chapters, and has authored or edited six books that
address a range of topics in human resource development.
Ron is an emeritus professor at the Ohio State University. Among his contributions to the
HRD field, Ron is particularly known for his research and consulting related to structured on-
the-job training (S-OJT). Ron first introduced this training approach to the HRD literature in
1987. He is the author of “Structured On-the-Job Training: Unleashing Employee Expertise in
the Workplace”, which has become the standard guide to help organizations and nations
implement this training approach. Ron has extensive consulting experience in national and
global organizations and government agencies
Abstract
This workshop focuses on providing your company with the necessary tools and techniques
to plan and deliver on-the-job training programs using the popular Structured On-the-Job
Training approach famously known as S-OJT. S-OJT was first introduced in the late 1980s to
help organizations respond to new business challenges.
S-OJT is a systematically planned process for designing and carrying out training. Learning
takes place at the work site. Experienced workers serve as trainers and provide specific
feedback on task execution. There are detailed training plans. The entire effort is integrated
and orderly. It is a complete, unified system.
S-OJT occurs in the work setting and is delivered by experienced employees, often
supervisors. But unlike traditional forms of training on-the-job, S-OJT is planned and thus has
more reliable and predictable training outcomes.
Some form of S-OJT has now become one of the most frequently used training approaches in
successful companies in USA, Europe and Asia.
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NOTE
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“Some Thoughts on thiopia’s Financial Sector Corporate

Governance and Some of its Implications in a Globalizing
Environment the Case of the Insurance Sub-sector”
MR. ZAFU EYESUSWORK ZAFU

United Bank SC, ETHIOPIA
Brief Profile
Born in Ethiopia in 1938 he started church education at age 7. Serving as Deacon, started
elementary school in Dessie aged 10; secondary in General Wingate; higher education in
University College of Addis Ababa and obtained B.A. (With Distinction) in 1962. Worked
with Imperial Insurance Co. for two years and went to Graduate School of Public and
International Affairs, University of Pittsburgh, Pennsylvania, U.S.A. graduating with an MPIA
(Development Economics) in 1966. Returned to country and engaged in insurance.
Following “nationalization” of financial sector by Dergue on 01 January 1975, worked as
CEO first of PanAfrica and later of Ethiopian Insurance Corporation. Relieved of duties in
February, fled country in March 1976 to become a refugee in Sudan. There he was
employed as Chief Underwriter of African Insurance Co. (Sudan) Ltd. In 1978, he joined a
British-Nigerian reinsurance broker in Lagos, Nigeria first as Technical Advisor and later as
Director/General Manager. Elected and served as General Manager/CEO of African
Reinsurance Corporation (Headquartered in Lagos, Nigeria) from August 1984/93.
Following regime change and later issuance of Proclamation No. 86/94, partnered with other
investors to establish first United Insurance Company in 1994 and United Bank SC in
1998.Ato Zafu is also involved in both the establishment of and investments in other
enterprises. He is presently serving as Chairman, Board of Directors of United Bank SC and
as Technical & Relations Advisor of United Insurance Company.
Abstract
Corporate governance as applied to companies/businesses and defined within local laws,

regulations and national priorities are increasingly challenged by circumstances and events
having an international impact. It encompasses the entire exercise of power by a
company/corporation in the stewardship of its total portfolio of assets and liabilities such
that it maintains and increases shareholder value while satisfying stakeholders
needs. While it could be argued that the two are not mutually exclusive and there in fact
exists a degree of osmosis, there is a general agreement that where there exists good public
governance, there is a fair chance that there will exist good corporate governance.
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The insurance industry in Ethiopia is supervised by the National Bank of Ethiopia. Like in
many so called transition economies, there are special features that affect the evolution of
good corporate governance. In such environments, there is excessive reliance on
government, which provides a fertile ground for rent-seeking initiatives, which could be
more profitable than productive activities - more profits by obtaining privileges in a system
characterized by continuing government intervention than by taking risks to restructure old,
inefficient industries or starting up new ones. In such an environment, therefore, good
corporate governance will have to be an outcome of organic transformation of society in
which reward is earned by those who deserve it and not bestowed upon political cadres and
loyalists.
It has resisted advice that insurance supervision could benefit more were it to be
undertaken by a specialized Commission/Authority/Agency under a Board that would
include a representative of the Industry. Its impartiality in enforcing fair competition,
especially in a market where the federal government and the affiliated political parties have
established their own banks and insurance companies is indispensable. There cannot be a
more telling admission than Article 3 – Scope of Application the nation’s Insurance
Corporate Governance Directives No. SIB/42/2015 which reads:
3.1 These directives shall be applicable to all insurers operating in Ethiopia.
3.2 Notwithstanding sub-article 3.1 of this article, application of these directives to an insurer
owned by the government may be with due consideration of other applicable laws.
Furthermore, the Authority’s ultimate decision to impose a 5% compulsory legal cession on

direct insurers against a written appeal by the Association of Ethiopian Insurers was a clear
manifestation of lack of competence on the one hand and bureaucratic arrogance on the
other.
It is with both sincere apology to individuals and deep regrets that I consider the present
supervision dispensation of the insurance industry poorly equipped that continues to
manifest a conspicuous gap in expertise matched only by an attitude of bureaucratic
arrogance.
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NOTE
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“Migration to Cash-less Modes of Payment”
MR. MUNIR DURI
CEO, Kifiya Financial Technologies P.L.C.ETHIOPIA
Brief Profile
Munir is the founder and CEO of Kifiya, a payment services provider and enabler of rural
digital finance services.
Kifiya in PPP with Ministry of Communications & IT launched Lehulu (Amharic word meaning
“for all”) Services which provides unified utility bill payment service to over 1.5 million
customers and have expanded the service to cover traffic penalty, TV license and soon small
tax payments. It is also to launch the first mass transit payment service that will start with
allowing 1.8 million people every month book and buy tickets through agents and online to
travel out of Addis. This service is to be rolled out to city transit in 2017.
In rural markets Kifiya enables MFIs provide branchless banking services within reach of
rural communities, has launched the first Central Bank approved micro-insurance products
to help small holder farmers cope with risk and currently building an acceptance network
for merchant payments to linklarge buyers to small holder farmer to buy inputs and get
better prices for their produce.
Over the past 20 years Mr. Duri has established several enterprises in the manufacturing,
distribution, processing and infrastructure development sectors. He is founder of GCS
Ethiopia, a leading IT firm in Addis, executive director of African Bamboo, the first vertical
integrated industrial scale bamboo panel manufacturer; and also led the acquisition of the
local Coca Cola factory in Ethiopia (at time of government divesture through privatization).
Abstract
There is a great deal of discussions and hype around creating a cashless society starting
with cashless mode of payment. There is clear consensus of the major benefits of cashless
mode of payments as one component that could lead to a financially inclusive economy. The
main being access to financial services at reach affordably.
Today over 85% of worldwide payments are made in cash a public utility where the
customer has not cost of use. Moving to a cash-less (cash replacement) medium of exchange
will cost the customer unlike state FIAT.
A study undertaken by MasterCard estimates the burden of cash usage on economies

represent as much as 1.5% of the GDP.
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Understanding and addressing this major difference in the cost of the medium of exchange
is key in the journey to move economies from cash based mode of payment to a cash-less
mode of payment.
This difference also leads to the defining and understanding two pillars that will drive cash-
less payments: the need for a utility that is required to go to scale and the need for achieving
usability that will drive adoption to cash-less mode of payments.
In order to achieve adoption and scale much work is required in building the business case,
innovating in technology & services and addressing regulatory compliance needs and
issues.
NOTE
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“Latest Developments in the Global Financial Sector”
MS. LESLIE KAREN SCHRODER
iN4iN Coordinator Europe, International

SEPT Program, Universität Leipzig, GERMANY
Brief Profile
Leslie Schröder is an Accountant and holds an MBA in Small and Medium Enterprise
Development at the SEPT International Program of the Universität Leipzig, Germany. Her
professional background in finance and consulting companies gave her the experience
managing international projects from diverse countries around the world. Her activities
include training and coaching projects in the field of service design and innovation
management.
Abstract
The topic of finance and consequent financial innovation has both supporters and
opponents. On a post-2008-financial-crisis-wave, the discussion of “bad” and “good” sides
of the financial innovation regained interest of various counterparts, including academia and
international development organizations.
Nevertheless, regardless of the position in the discussion of “bad” and “good” sides of
finance and financial innovation, it is impossible to neglect its enormous influence on global
development overall, as well as on development of small and medium enterprises (SMEs) in
particular, as it is the latter that suffer from the limited access to finance the most due to
number of obstacles both from demand and supply sides.
Recent shift in the profitability perception of the SMEs sector, however, led to a rising
application of innovative models, instruments and channels to finance SMEs not only by new
players on the supply side (FinTech companies, for instance) but also by more conventional
ones (banks).
Hence, the presentation will focus on mapping existing and emerging innovative models,
instruments and channels applied in the area of SMEs’ finance and build trends based upon
them.
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NOTE
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“Internationalization of ast Africa’s Financial

Institutions: Human Capital and Innovation Agenda”
MR. HENRY KABIRU WARUHIU
Director, Consultancy and Advisory Services

Eastern and Southern African Management Institute, TANZANIA
Brief Profile
Henry is an International Management Consultant working with ESAMI. He is the Director of

Consultancy and Advisory Services providing strategic leadership in, and overseeing,
consulting and advisory services across Africa. He has previously served as Senior
Consultant at ESAMI and as a Development Advisor at SNV where he the Global knowledge
network leader. He is a Member of the Harvard Business Review Advisory Council; Institute
of Consulting (UK); Global Academy of Finance and Management (GAFM®); Global
Advisory Council of the International Management Certification Board (IMCB©); Association
for Project Managers (MAPM©); International Society for Professional Innovation
Management (ISPIM); of Strategic Management Society (SMS); International Development
Evaluation Association (IDEAS) and International Association of Public Health Logistician
(IAPHL). Henry is a Certified Master Management Consultant (MMC®); Certified
International Project Manager (CIPM®) and an IMCB© Certified Trainer. He is a visiting
lecturer at the University of Seychelles and University of Zanzibar where he teaches
Entrepreneurship and Innovation as well as Project Management with special emphasis on
Public Private Partnership Projects. He has previously led consulting teams in assignments
supported by major development partners including the World Bank, EAC, SADC, UNICEF,
UNESCO, GIZ, AMREF and numerous Government Ministries across Africa among others.
Abstract
Competitive strategy and internationalization processes have vast evidence on how firms in
developed economies have penetrated international markets. Africa has fewer of these
lessons, and for financial institutions that are rising from national boundaries slumber,
adopting late comer strategies will require to be tampered with innovative approaches as
these financial institutions spread their tentacles to neighboring countries. The competitive
advantage they enjoy at home and how this can be extended outside the national
boundaries while at the same time cushioning their home turf markets will be a delicate
balancing act. This is even as demand for financing complex infrastructure projects, which
have huge capital requirements back home, dawns on the financial institutions. A growing
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populace in dire need of affordable cost of loans will place additional pressures on the
financial institutions that exist. Alternative financing mechanisms for individual capital
projects exist, and emerging competitive threats to the formal financial institutions abound.
International banks operating in the region are facing competitive pressures from new
approaches that serve clients more responsively, but opportunities to change established
business models abound for both traditional and contemporary financial service delivery
chains. This paper addresses some of these issues and argues that the structure, form,
processes and service delivery systems in the financial sector will go through dramatic
changes in the coming years. It concludes by arguing that the East African financial
institutions could reshape the global financial sector practices.
NOTE
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“Merger and Acquisition in Banking Industry – Lesson

From the Commercial Bank of thiopia”
MR. MESHESHA DEMIE JIMA
Manager, Product Development and Management

Commercial Bank of Ethiopia
Co-Author: Mr. Yishak Mengesha, Chief Business Development

Officer at CBE (M.A Development Economics)
Brief Profile
Mr. Meshesha Demie Jima had earned his M.A. in Economic Policy Management and M. Sc.
in Accounting and Finance from Makerere University, Uganda and Addis Ababa University,
Ethiopia respectively.
In the past, Mr. Meshesha has worked as Loan Appraisal Officer in Development Bank of
Ethiopia and Principal Research and Development Officer in Commercial Bank of Ethiopia.
Currently Mr. Meshesha is a manager for Product Development and Management in
Commercial Bank of Ethiopia (CBE).
Abstract
Merger and acquisition have been common global practices for corporate restructuring. In
1990s, the financial industry has experienced merger waves leading to the emergence of
very large banks. The primary aim of these mergers was to guarantee an efficient and sound
financial system. In countries like Ethiopia, merger and acquisition is new to the banking
business. This study, considering international experiences, aims at assessing factors to be
considered during merger and acquisition and the practices in CBE and examines its
implications to the Ethiopian banking business. Lesson from international experiences
indicate that the causes of merger and acquisition in developing countries’ banking industry
have been pressures from central banks. In most cases, the key motivation for the central
banks to initiate merger and acquisition is to weed out banks with low capital, liquidity and
profitability and protect customers, particularly depositors, so as to enhance productivity
and public confidence. Most of the newly incorporated banks attained the desired result. In
line with the decision passed by the PFEA and NBE, the Commercial Bank of Ethiopia has
acquired the Construction and Business Bank in April, 2015. The main rationale for this
decision was duplication of effort among public-owned banks. Low capital base of CBB to
meet minimum requirements of the National Bank of Ethiopia is another one. The task of
absorbing CBB into the folds of CBE was successful and the two banks have now started to
work as one solid bank. The three to four months process of integrating CBB with the CBE
Page | 28
constitutes an important lesson that can be of use for similar endeavors in the future. As a
result of the integration, capital base, amount of deposit, and number of customers of CBE
have grown. On the other hand, the central bank has got the chance to focus on one public
commercial bank instead of two.
NOTE
Page | 29
“Growth and performance of Micro Finance

Institutions in thiopia”
DR. WOLDAY AMEHA
Founding Director, Association of Ethiopian MFI,

Founding Director of Ethiopian Inclusive Finance
Training and Research Institute (EIFTRI) and Associate
Professor, AAU, ETHIOPIA
Brief Profile
After receiving my PhD degree from Technical University of Berlin in December 1994, I
joined Awassa College of Agriculture (1995) and Addis Ababa University, Economics
Department (1996) with the rank of Assistant Professor. I worked as a senior researcher in a
USAID project in Ethiopia conducted in collaboration of Michigan University (1997). Since
1998, I am serving as the founding Director of the Association of Ethiopian Microfinance
Institutions (AEMFI). I used to be the President of African Microfinance Network (AFMIN) for
three years and President of the Ethiopian Economic Association (EEA). I am currently
involved in research activities in the area of microfinance, Micro and small enterprises
development, and Micro insurance. Furthermore, I am the editor of the Microfinance
Development Review and various books and articles in reputable journals in the area of on
food security, agricultural marketing and microfinance. I am currently a board member of
Commercial Bank of Ethiopia, Societies and Charities Agency, and a board member of
Tigray Development Association. Currently, I am teaching Addis Ababa University in the
department of Economics as Associate Professor. In addition Association of Ethiopian
Microfinance Institutions (AEMFI), I am also Executive Director of Ethiopian Inclusive
Finance Training and Research Institute (EIFTRI) which was established in 2014.
Abstract
As stipulated in GTP II, MFIs in Ethiopia are expected to expand their branch network and
mobilize savings to meet the financial needs of MSEs and smallholder farmers. This requires
a significant institutional and financial transformation of MFIs in the coming four years. The
main objective of this paper is to assess the key challenges constraining outreach and
growth of MFIs and identify areas of interventions. The study extensively used time-series
secondary data collected from MFIs by AEMFI, secondary reports and primary information
collected from CEOs of MFIs. The results of the study show that the policy and regulatory
environment has provided incentives for outreach growth and sustainability of MFIs and
encouraged flexibility and innovation and meet their double bottom line (economic and
social) objectives. Although there are gaps in product development, MFIs in Ethiopia have
been successful in diversifying their saving, loan, insurance and money transfer products.
Page | 30
Since the issuance of the micro-finance law (1996), 35 MFIs have been licensed by NBE to
deliver financial services to the financially excluded population. The number of active
clients increased from 1.3 in 2006 to 3.7 million, by the end of June 2016. The active loan
portfolio also increased from Birr 2 billion in 2006 to about Birr 21.8 billion (992.3 million
USD), by the end of June 2016, showing a significant financial penetration of MFIs in the last
decade. The total volume of saving grew from 816.6 million Birr to 14.9 billion Birr in 2015.
In 2015, MFIs covered about 72.7% of their loan capital from domestic saving mobilization.
The capital of MFIs also showed a remarkable growth which increased from 878.6 million
Birr in 2006 to 6.5 billion Birr in 2015. However, the microfinance market is dominated by
five region-based MFIs, which indicates the low level of competition in the sector. Although
the average growth rate of active clients, loan portfolio, saving, asset and capital of MFIs has
been increasing in the last decade, it was increasing at a decreasing rate. Moreover, the
MFIs have been successful in improving their operational and financial self-sufficiency.
Unlike many MFIs in Africa, the Ethiopian MFIs have translated their social objectives into
actions.
Despite their remarkable achievement of MFIs in terms of increasing outreach and

improving their financial performance, they failed to meet the growing demand of the
financially excluded population. The key challenges include: lack of loan capital; and
limited managerial, institutional and technical capacity of MFIs to mobilize savings, use of
back office and front office technologies to increase outreach, provide skill training for staff,
develop innovative products, enhance mobility, etc. On top the external challenges such as
drought and the recent political unrest, government and development partners provided
limited support to build the capacity of MFIs. Unless the MFIs, with the support of
government, address the above constraints, it will be very remote to meet the stretched
targets of GTP II.
Page | 31
NOTE
Page | 32
“An Assessment of Business Loan Delivery in thiopia”
MR. SEWAGEGN CHANE
Director, Institutional Transformation and Research

FDRE, Public Financial Enterprises’ Agency, ETHIOPIA
Brief Profile
Mr. Sewagegn is attending Fellow teaching accounting. He has studied, Masters of science
(MSC)accounting and finance ,Master of Business Administration (MBA) financial Services
(Second year), Bachelor of Science (BSC) degree in accounting and Diploma in business
Management
Currently, Sewagegn is serving as a Director of Institutional Transformation and research in

FDRE, Public Financial Enterprises’ Agency. He has over 25 years practical experience in
research, human resource management and development, reform and change
management and also teaching accounting and finance courses in government and private
universities and colleges
Abstract
The purpose of this study was to assess factors that affect business loan delivery in Ethiopia
with special emphasis on public bank. To this end, review of relevant theoretical and
empirical literature was made. Besides, data/information on factors that are believed to
affect business loan demand; and bank loan delivery to private businesses was gathered
from sources such as reports of National Bank of Ethiopia and that of respective banks, and
other relevant sources. Then, the gathered data/information was presented, analyzed and
described using quantitative and qualitative techniques.
The study shows that various factors affect business loan demand, and its delivery by banks.
Some of these factors include: tendency of banks to focus on very limited number of
customers, unfavorable credit terms and collateral requirements, lengthy collateral
valuation, dissatisfaction of the customers in loan delivery /disbursement/, lack of
transparency and inefficiency in acquiring and administrating loan & foreclosed properties.
Besides, shortage of loanable fund, limited accessibility & availability of financial
services/products; higher bank concentration & limited competition among banks seem to
have affected loan demand and supply in the country. Moreover, factor like absence of
secondary capital market and the associated difficulty of bond and equity financing practice,
shortage of venture capital, government deficit financing, low capital base of banks, limited
application/availability of technology & technology based services/products, information
Page | 33
asymmetry and high interest rate spread are also among the factors believed to affect the
demand for and supply of credit in the country.
In light of the aforementioned findings, relevant policy recommendations are forwarded,

which include: the need to improve the financial sector (specially banks’) loan delivery
management/governance system, enhance loan mobilization ability, revisit the existing
credit terms/conditions, establish secondary capital market & promote bond& equity
financing options, and venture capital accessibility, encourage the accessibility &
availability of technology based financial products/services, enhance the capital base of
banks, and encourage competition among banks and their outreach capacities, and
strengthen their risk mitigation mechanisms. Besides, insuring prudent and sustainable
economic growth, employment creation and income generation for the poor, and expanding
financial literacy are among the issues that deserve attention.
NOTE
Page | 34
“Capacity Building in Insurance and

Reinsurance Business”
MR. HAILEMICHAEL KUMSA
Former CEO, EIC; Former Deputy Managing Director, African

Reinsurance Corporation in [Lagos] ETHIOPIA
Brief Profile
Haile Michael Kumsa is currently 67 with immense global experiences. He graduated from
Addis Ababa University with Bachlor of Business Administration (BBA) Degree and Master of
Businesses Administration (MBA) Degree from the Stirling University of Scotland. He also
had attended short term trainings in Ethiopia, Sweden and the United Kingdom. Since 1970,
he has been working in the insurance industry in Ethiopia, Tunisia and Nigeria holding
various positions including the positions of MD/CEO of the Ethiopian Insurance Corporation
and Deputy Managing Director of the African Reinsurance Corporation in Lagos.
Haile Michael has also worked as a member, Chairman, Vice President and President of
various local and international associations. Moreover, he has worked as a member, Vice
Chairman, Chairman of various Boards. Currently, he is working as Chairman of two Boards
in Ethiopia and as a member of another Board in South Africa. In the past, he has presented
various papers at workshops, seminars and conferences in Ethiopia, Sudan, Kenya, Nigeria
and Lebanon.
Presentation Summary
 From the view point of re/insurance, RISK is taken as a decisive factor for the overall
economic performance.
 Capacity is the ability to take risk and pay claims in case of natural hazards and man-
made catastrophes.
 The most common natural hazards include earthquake, floods, storms, tsunamis, droughts
and freezes.
 Man-made hazards include industrial pollution, nuclear radiation, toxic waste, dam
failures, transport accidents, factory explosions, fires, and chemical spills.
 Insurance Penetration in Africa, with the exception of South Africa, is very low.
 To develop Capacity, insurance companies should raise their Capital base and build
their Technical Reserves.
 Other means of capacity building are:-
 New Product Development,
 Using appropriate Distribution Channels including mobile phones.
 Creating or making effective use of training facilities to develop skills in the
insurance industry,
Page | 35
 Making use of the existing insurance Pools or creating new ones.

 Public Private Partnership – Risk Management is more effective when it adapts to
changing circumstances and when it is shared by all the stakeholders.viz.,
 The insured parties should understand the advantage of insurance and buy covers
for all types of risks.
 The R/Insurance Industry- should:
 Educate consumers to understand the advantages of getting insurance covers and
 Follow the principles of utmost good-faith and settle claims quickly.
 The Government is responsible for:-
 Governmental guidelines,
 Improving awareness and defining the legal framework for insurance.
NOTE
Page | 36
“Human Capital Development for Finance Industries”
DR. BEN KAJWANG
Director/CEO
College of Insurance, KENYA
Brief Profile
He holds a PhD in Strategic Management in addition to being a Chartered Insurer of the CII
London and Fellow of several Insurance Institutes, amongst others in Kenya and Uganda. He
is also an Associate of the Institute of Risk Management (UK).
He has a distinguished career in the insurance industry for over 20 years and held senior
posts. He has a wide network and exposure in the East African Region and beyond with the
insurance industry and the wider financial markets.
He is the Chairman, African Association of Insurance Educators and Trainers (AAIET) a body
under the Africa Insurance Organization –AIO. He has been a Corporate Manager,
Consultant, Lecturer, Facilitator and Trainer.
He has trained a number of students in various Institutions on professional courses

especially Insurance and Risk Management. He is an Executive committee member and
convener, Knowledge Development for Insurance Institute of Kenya.
He is currently the Coordinator for the Regional Certification in Agricultural Insurance

funded by USAID /COMPETE and capacity building for the World Bank Index-Based
Weather Risk Management Programs for Eastern and Southern Africa a program funded by
European Union’s All ACP Agricultural Commodities Program (AAACP).
He is a member of the Global Forum for Agricultural Risk Management in Development ( an

arm of the World Bank). He has attended several high profile seminars/ workshops
including Beyond the Balance Score Card, Corporate Governance and Risk Management.
Abstract
The insurance industry is experiencing change at a rate that has not been seen for at least a
generation. The regulations that govern the industry are changing at the same time that
innovations, like telematics and wearable health/fitness devices, continue to shift the way
insurers analyze customer behavior as well as price and sell their products.
Customer expectations for how they will interact with their insurers also continue to
increase, making it more important than ever that insurers provide a high-quality customer
service experience. Additionally, external forces are putting pressure on the traditional
Page | 37
insurance business model, including but not limited to the rise of ride sharing and other
“sharing economy” services, shifting generational preferences, and the reduced cost of
entry for new market players.
All these factors combined create a “perfect storm” for insurers and make it more critical
than ever that they evaluate and tackle the associated human capital challenges, which if left
unaddressed could prevent them from successfully adapting their business models to meet
the changing demands of the market.
The presentation will focus on human capital trends that, although common across several
industries, will contemplate and opine on the unique implications for the insurance industry.
NOTE
Page | 38
“Challenges and Prospects of Takaful Insurance, the

Case of Ethiopia”
MR. FIKRU TSEGAYE
Manager, Business Development and

Corporate communications
Ethiopian Reinsurance Company, ETHIOPIA
Brief Profile
Fikru is attending Fellow Life Office Management (FLMI). He has studied, Masters of
Business Administration (MBA) specialization in Marketing Management, Masters of Arts
(MA) in Human Resources and Organizational Development (HROD), Master of Arts (MA) in
Journalism and
Communications (MAJ&C), Bachelor of Science (BSC) degree in Business Education in

marketing and sales, Bachelor of Arts degree in Marketing Management, Diploma in
marketing and sales; and Cert, Chartered Insurance Institute, England (CII).
Currently, Fikru is serving as a manager of business development and corporate

communications, Ethiopian Reinsurance Company. He has over 12 years practical
experience in the Ethiopian insurance industry holding the positions of Director of
Marketing and Strategic
Management, Ethiopian insurance corporation (EIC), director of R&D, Ethiopian insurance

professionals association, strategic management team leader, EIC, principal researcher
EIC, Principal Customer care and underwriting and claims section supervisor.
Abstract
The notion of having a Shariah based insurance scheme (Takaful) is based on the concept of
cooperation, brotherhood and solidarity of the members of the society who voluntarily
agree to contribute money to support a common goal of providing mutual financial aid to the
members of the group under certain terms and conditions. Takaful has emerged as a
complementary and supportive system of Islamic Banking movement throughout the world.
Due to inherent Shariah principles which are universal in character, the Takaful business
would be more appealing in the coming years both for the Muslim and non-Muslim
communities. Most of the Muslim countries having Islamic Banks have established Islamic
Insurance companies as necessary complements to Islamic Banking. The growth of Islamic
Insurance companies would serve as the vehicle of risk pooling. However, the prospects
and challenges of Takaful insurance products are untapped, considering the potentials in
the Ethiopian market. It is now right time for the stakeholders to explore the market. This
study is aimed at investigating the prospects and challenges of Takaful insurance in
Page | 39
Ethiopia. Moreover, the study finds the need for a review of all the enabling insurance
instruments in Ethiopia to assess the application of Takaful.
NOTE
Page | 40
“Factors influencing penetration of Micro

Insurance in thiopia”
MR. MEGERSSA MIRESSA
Director, Micro-insurance Program,

Kifiya Financial Technology PLC, ETHIOPIA
Brief Profile
Currently I’m heading and researching on Geo data for Innovative Agricultural Credit
Insurance Scheme (GIACIS) in collaboration with University of Tewente, Netherlands to
implement NDVI (Normalized Differenced Vegetation Index) based Crop Insurance since
2014.
Researched on introduction and implementation of micro-insurance products from scratch

for Oromia Insurance Company such as Multi-Peril Crop Insurance (MPCI), Weather Index
Crop Insurance (WICI) together with JICA (Japan International Cooperation Agency), Multi-
Peril Livestock Insurance (MPLI) and Index Based Livestock Insurance (IBLI) in partnership
with ILRI (International Livestock Research Institute) and Cornell University- USA.
Abstract
The need for enhanced access to insurance at affordable rates to the lower end of the market
is well set out in the Growth and Transformation Plan II, 2020 and other government policy
documents. The need for insurance services is important for low-income groups as they are
more vulnerable to unexpected losses due to natural disasters. Consequently, there is need
to reach to this group and mitigate their level of risk since when it occurs, it is bound to
drive them to deeper level of poverty. To bridge this need, insurance firms have developed
products that target this section of the market. However, several challenges are affecting the
success of rolling out the products into the insurance to the market. This research sought to
establish factors influencing penetration of Microinsurance in Ethiopia. The research
adopted a descriptive research design whereby data was collected using a self-
administered questionnaire that was distributed to 8 managers and supervisors at the
targeted four insurance companies. The study found that a range of products were being
offered under the Microinsurance products which targeted crop, livestock and credit life
insurance products to farmers and for small traders taking loans. The payment mode for the
insurance premiums was in cash and in labor that collected through microfinance institutions
and cooperatives. The factors that affect the Microinsurance penetration is the low level of
income among the target market, perception that insurance process is generally complex
by the target market and limited distribution channels and branch networks of the
Microinsurance providers in Ethiopia. Since, the basis of the research was based subjective
evaluations by the managers and supervisors from insurance companies providing
Page | 41
Microinsurance products in the country, the findings might have elements of subjectivity
considering that they will be involved in implementation of the strategies targeting more
coverage of the Microinsurance products. Because of the limited knowledge on the
insurance products, there is need for a rigorous and well-coordinated education on
insurance to be offered to the target market and this will rope in the support of donors, the
federal and regional governments.
NOTE
Page | 42
PANEL DISCUSSION
Our Panelists
MR. ASFAW ALEMU

President, Dashen Bank
MR. HAILE MICHAEL KUMSA
Former CEO, EIC; Former Deputy Managing Director,

African Reinsurance Corporation in [Lagos]
ETHIOPIA
MR. HENRY KABIRU WARUHIU
Director, Consultancy and Advisory Services

Eastern and Southern African Management Institute,
TANZANIA
MR. MUNIR DURI
CEO, Kifiya Financial Technologies P.L.C

ETHIOPIA
Page | 43
MR. YOHANNES AYALEW
Vice Governor, Monetary Stability

National Bank of ETHIOPIA
MR. ZAFU EYESUSWORK ZAFU

United Bank SC, ETHIOPIA
MR. ZEMEDENEH NIGATU
Managing Partner (Ethiopia) & Head of Transaction

Advisory at EY-Ernst & Young
- Ernst & Young
DR. WOLDAY AMEHA
Founding Director, Association of Ethiopian MFI

Board Member, CBE and Associate Professor, AAU,
ETHIOPIA
Page | 44
PRECONFERENCE WORKSHOP
Page | 45
DEVELOPING INTERNAL EXPERTISE

USING STRUCTURED ON-THE-JOB
TRAINING [S-OJT] APPROACH
Ronald L. Jacobs, Ph.D.

Principal, RL Jacobs & Associates
Professor, University of Illinois, USA
Profile
Ronald L. Jacobs, Ph.D. http://education.illinois.edu/frp/j/rljacobs is professor of human
resource development, University of Illinois at Urbana-Champaign, and principal of RL
Jacobs & Associates.
Professor Jacobs is particularly known for his research and consulting related to structured
on-the-job training (S-OJT). Professor Jacobs first introduced this training approach to the
HRD literature in 1987. He is the author of Structured On-the-Job Training: Unleashing
Employee Expertise in the Workplace (Berrett-Koehler, 2nd edition), which has become the
standard guide to help organizations and nations implement this training approach.
The book has been translated into Chinese-Complex, Chinese-Simplified, Korean, and
Arabic. Much of Professor Jacobs’s research on this topic has been on determining the ROI
of using S-OJT. This information has proven critical for making more informed training
decisions.
Professor Jacobs has extensive consulting experience in global organizations and

government agencies, including General Motors, KLM Airlines, Abbott Laboratories,
Kenworth Trucks, Seagate, Morton Salt, Rohm and Haas, Kuwait National Petroleum
Company, Biomet, Honda, and Huawei among others. Professor Jacobs designed and
helped implement an extensive development system featuring the use of S-OJT for new-hire
engineers for the Kuwait National Petroleum Company. Professor Jacobs’s work on S-OJT
has influenced national policy makers in Singapore, which in 1997 implemented the OJT
2000 initiative through its Productivity Standards Board and Institute for Technical Education.
Professor Jacobs’s work has also influenced the policies of the Ministry of Employment and
Labor, Republic of South Korea and in the Doroob initiative in Saudi Arabia.
Common across Professor Jacobs’s consulting projects is developing workplace

performance systems that respond to changing demands on employee competence.
Page | 46
Professor Jacobs purposely integrates his projects into his scholarship and teaching through
partnership research.
About the Training

This training package is designed to help service providing companies build capacity and
systems that will enable them continuously develop their own internal expertise through
introducing workplace skills development approaches. This workshop mainly focuses on
providing your company with the necessary tools and techniques to structure and deliver
on-the-job training programs using the popular Structured On-the-Job Training approach
famously known as S-OJT.
S-OJT was first introduced in the late 1980s to help organizations respond to new business
challenges. S-OJT is a systematically planned process for designing and carrying out
training. Learning takes place at the work site. Experienced workers serve as trainers and
provide specific feedback on task execution. There are detailed training plans. The entire
effort is integrated and orderly. It is a complete, unified system.
S-OJT occurs in the work setting and is delivered by experienced employees, often
supervisors. But unlike traditional forms of training on-the-job, S-OJT is planned and thus has
more reliable and predictable training outcomes. Some forms of S-OJT have now become
one of the most frequently used training approaches in successful companies in USA, Europe
and Asia.
From this training workshop, your company gets S-OJT that is adapted to a developing
nation environment in a way it can significantly improve, at low cost, the performance
capability of your workers. At the end of the training workshop, your company will have
competent S-OJT facilitators who will be your internal expert S-OJT designers, advisers on S-
OJT implementation, training manual developers, S-OJT implementation evaluators, and so
on.
Page | 47
PRECONFERENCE WORKSHOP (Continued)
Crash Course on
“Service Innovation Management”
MS. LESLIE KAREN SCHRODER
iN4iN Coordinator Europe, International SEPT Program

Universität Leipzig, GERMANY
Brief Profile
Leslie Schröder is an Accountant and holds an MBA in Small and Medium Enterprise
Development at the SEPT International Program of the Universität Leipzig, Germany. Her
professional background in finance and consulting companies gave her the experience
managing international projects from diverse countries around the world. Her activities
include training and coaching projects in the field of service design and innovation
management.
About the Training
Innovations are important factors for strengthening the competitiveness of any enterprise.
Service innovations oriented to new or existing markets, as well as the development and
implementation of new production processes, organizational structures or business models,
are decisive factors in the marketplace.
In market-driven innovation processes, the company’s attention is focused on the newly

discovered unfilled need of the potential customers. Today’s possibilities to access
information worldwide have changed the role of the customer in the global marketplace.
Market-driven innovation management requires a systematic approach that allows for
understanding and developing solutions which effectively respond to the fulfillment of the
customers’ needs.
The objective of the course is to make the participants familiar with the application of the
different concepts and tools of innovation management in their organizations. The course is
designed for managers and entrepreneurs in the private and public sector, as well as for
business consultants.
The course is offered by the Small Enterprise Promotion and Training Program (SEPT) of
Leipzig University and the specialized consultancy firm ConoscopeGmbH, both from
Germany.
Page | 48
UPCOMING EVENTS
2017
2nd Annual East Africa Cement,

Concrete, and Energy Summit
Training, Conference and Exhibition
March 15th -16th, 2017, Addis Ababa, Ethiopia
Page | 49
ADDRESS AND CONTACT
The i-Capital Africa Institute
Arada Sub-City, Woreda 09
Arat Killo, Elsabet Building #209
Off. +251-118-120600
Mob. +251-911-629011
P. O. Box 80484
E-mail: info@icapitalafrica.net
Addis Ababa, Ethiopia
www.icapitalafrica.net
Page | 50

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1ST ANNUAL EAST AFRICA FINANCE SUMMIT

… examining policies & practices ...

UNITED NATIONS ECONOMIC COMMISSION th FOR AFRICA

December 14th & 15th 2016

1ST ANNUAL EAST AFRICA FINANCE SUMMIT ORGANIZERS

Building Competitive, Cooperative and Innovative Finance Sector in East Africa

Addis Ababa University

Summit Coordination COMMITTEE (SCC)

DR. GEMECHU WAKTOLA [i-CAPITAL]

MR. SEWAGEGN CHANE [PFEA]

MR. YOHANNES NEDA [AAU]

MR MEZEMER SEIFU [JU]

MR. H.MICHAEL SEYUM [AAUBE]

MS. LIYUNESH YOHANNES [i-CAPITAL] Jimma University

MS. HANA SOLOMON [i-CAPITAL]

AAU Business Enterprise

This First Summit is Made Possible with Sponsorship and Financial

OTHER SPONSORS AND FINANCIAL SUPPORTERS

ABOUT THE SUMMIT

F inancial services in Eastern Africa

… examining policies and practices …

“BUILDING COMPETITIVE, COOPERATIVE AND INNOVATIVE FINANCE

… Examining policies & practices …

 Global competitiveness of Eastern Africa’s

Conference Panel Discussion

DAY ONE - MEGA SESSION – KEY ADDRESSES

TIME ITINERARY PERFORMED BY

7:30 – 8:30am Registration and Networking Summit Organizers

MEGA SESSION - DAY ONE

TIME ITINERARY CHAIRPERSON

10:31 – 10:45am “Missing Financial Institutions”

"Developing Managerial Competence in the Finance Sector" Rapporteur

12:31 – 2:00pm Refreshment, Networking Lunch and Exhibition Tour

MEGA SESSION - DAY ONE

TIME ITINERARY CHAIRPERSON

3:31 – 3:45pm “Migration to Cash-less Modes of Payment”

3:46 – 4:00pm “Latest Developments in the Global Financial Sector” Rapporteur

4:01 – 5:00pm DISCUSSION

TIME ITINERARY CHAIRPERSON

TIME ITINERARY CHAIRPERSON

“Setting Agendas for Action”

TIME ITINERARY Moderator

2:00 – 2:10pm Invitation and Introduction of Panelists

BRIEF PROFILE OF SPEAKERS

DR. YOHANNES AYALEW

Vice Governor, Monetary Stability, National Bank of ETHIOPIA

“ volution of Mpesa: Lessons learnt this far in Kenya”

MR. DANIEL HUBA OPONDO

Regional Manager-East Africa, Mezzanine,

"Developing Managerial Competence in the

PROFESSOR RONALD L. JACOBS

Professor of Human Resource Development, University of Illinois

“Some Thoughts on thiopia’s Financial Sector Corporate

MR. ZAFU EYESUSWORK ZAFU

Chairman, Board of Directors

Corporate governance as applied to companies/businesses and defined within local laws,

3.1 These directives shall be applicable to all insurers operating in Ethiopia.

Furthermore, the Authority’s ultimate decision to impose a 5% compulsory legal cession on

“Migration to Cash-less Modes of Payment”

MR. MUNIR DURI

CEO, Kifiya Financial Technologies P.L.C.ETHIOPIA

A study undertaken by MasterCard estimates the burden of cash usage on economies

“Latest Developments in the Global Financial Sector”